How are you going to manage?
How are you going to manage?
 Informal
 collection of vendors
 loosely managed
 minimal structure
How are you going to manage?
 Informal
 collection of vendors
 loosely managed
 minimal structure
 Vendor led
 defined leadership roles
 varying levels of rules and
regulations
How are you going to manage?
 Informal
 collection of vendors
 loosely managed
 minimal structure
 Vendor led
 defined leadership roles
 varying levels of rules and
regulations
 Manager
 paid manager
 vendor oversight
 formal rules and regulations
How are you going to manage?
How are you going to manage?

Essential elements
How are you going to manage?

Essential elements
1)
shared commitment to
market success
How are you going to manage?

Essential elements
1)
shared commitment to
market success
2)
effective communication
How are you going to manage?

Essential elements
1)
shared commitment to
market success
2)
effective communication
3)
accepted decision-making
process
How are you going to manage?

Essential elements
1)
shared commitment to
market success
2)
effective communication
3)
accepted decision-making
process
4)
time, effort, energy
How are you going to manage?

Essential elements
1)
shared commitment to
market success
2)
effective communication
3)
accepted decision-making
process
4)
time, effort, energy
 Issues, concerns, problems
How are you going to manage?

Essential elements
 Issues, concerns, problems
1)
shared commitment to
market success
 competing vendor vs. market
interest
2)
effective communication
3)
accepted decision-making
process
4)
time, effort, energy
How are you going to manage?

Essential elements
 Issues, concerns, problems
1)
shared commitment to
market success
 competing vendor vs. market
interest
2)
effective communication
 in the dark, gossip, no voice
3)
accepted decision-making
process
4)
time, effort, energy
How are you going to manage?

Essential elements
 Issues, concerns, problems
1)
shared commitment to
market success
 competing vendor vs. market
interest
2)
effective communication
 in the dark, gossip, no voice
3)
accepted decision-making
process
 every decision’s a new hurtle to be
overcome
4)
time, effort, energy
How are you going to manage?

Essential elements
 Issues, concerns, problems
1)
shared commitment to
market success
 competing vendor vs. market
interest
2)
effective communication
 in the dark, gossip, no voice
3)
accepted decision-making
process
 every decision’s a new hurtle to be
overcome
4)
time, effort, energy
 too few with too much to do
How are you going to manage?
How are you going to manage?
 10% - rules & regulations
How are you going to manage?
 10% - rules & regulations
 85% - management
How are you going to manage?
 10% - rules & regulations
 85% - management

5% - consequences
Market rules and regulations
Market rules and regulations
Managing rules and regulations is a four-step process
Market rules and regulations
Managing rules and regulations is a four-step process
1)
Undertake an inclusive and representative rule making process that produces
clear, enforceable, and fair rules designed to support vendor and market
success. Roles and responsibilities within the market must also be defined.
Market rules and regulations
Managing rules and regulations is a four-step process
1)
Undertake an inclusive and representative rule making process that produces
clear, enforceable, and fair rules designed to support vendor and market
success. Roles and responsibilities within the market must also be defined.
2)
Adopt a process or provisions to correct mistakes made in Step 1 - anticipate
the need to update, amend, or delete any rule that does not effectively serve
its purpose.
Market rules and regulations
Managing rules and regulations is a four-step process
1)
Undertake an inclusive and representative rule making process that produces
clear, enforceable, and fair rules designed to support vendor and market
success. Roles and responsibilities within the market must also be defined.
2)
Adopt a process or provisions to correct mistakes made in Step 1 - anticipate
the need to update, amend, or delete any rule that does not effectively serve
its purpose.
3)
Incorporate within the rules and regulations a process for addressing
complaints, issues, and violations.
Market rules and regulations
Managing rules and regulations is a four-step process
1)
Undertake an inclusive and representative rule making process that produces
clear, enforceable, and fair rules designed to support vendor and market
success. Roles and responsibilities within the market must also be defined.
2)
Adopt a process or provisions to correct mistakes made in Step 1 - anticipate
the need to update, amend, or delete any rule that does not effectively serve
its purpose.
3)
Incorporate within the rules and regulations a process for addressing
complaints, issues, and violations.
4)
Invest time and energy required to manage what you have created.
Managing conflict, solving problems
Managing conflict, solving problems
Common problem areas
Managing conflict, solving problems
Common problem areas

Bending or breaking the rules and regulations
Managing conflict, solving problems
Common problem areas

Bending or breaking the rules and regulations

Inadequate or poor market communication
Managing conflict, solving problems
Common problem areas

Bending or breaking the rules and regulations

Inadequate or poor market communication

Personality or personal conflicts
Managing conflict, solving problems
Common problem areas

Bending or breaking the rules and regulations

Inadequate or poor market communication

Personality or personal conflicts

Unfair practices, inconsistent treatment
Managing conflict, solving problems
Common problem areas

Bending or breaking the rules and regulations

Inadequate or poor market communication

Personality or personal conflicts

Unfair practices, inconsistent treatment

Real or perceived favoritism
Managing conflict, solving problems
Common problem areas

Bending or breaking the rules and regulations

Inadequate or poor market communication

Personality or personal conflicts

Unfair practices, inconsistent treatment

Real or perceived favoritism

Rumors, hearsay, and covert issues
Managing conflict, solving problems
Managing conflict, solving problems
Preventive measures for keeping the peace
Managing conflict, solving problems
Preventive measures for keeping the peace

Structure and process for governance including rules, enforcement,
and consequences
Managing conflict, solving problems
Preventive measures for keeping the peace

Structure and process for governance including rules, enforcement,
and consequences

Clear definition of operational roles and responsibilities
Managing conflict, solving problems
Preventive measures for keeping the peace

Structure and process for governance including rules, enforcement,
and consequences

Clear definition of operational roles and responsibilities

Agreed to expectations for vendor conduct, professionalism, and
compliance with rules and regulations
Managing conflict, solving problems
Preventive measures for keeping the peace

Structure and process for governance including rules, enforcement,
and consequences

Clear definition of operational roles and responsibilities

Agreed to expectations for vendor conduct, professionalism, and
compliance with rules and regulations

Vendor grievance procedure and resolution process
Managing conflict, solving problems
Managing conflict, solving problems
Sample statement of vendor professionalism
Managing conflict, solving problems
Sample statement of vendor professionalism
The market requires that all vendors comply with standards of
professionalism that promote open communication, mutual respect, and
the best interests of the market.
Managing conflict, solving problems
Sample statement of vendor professionalism
The market requires that all vendors comply with standards of
professionalism that promote open communication, mutual respect, and
the best interests of the market.
Disruptive actions or remarks that undermine the shared success of any
or all of our community of vendors are unprofessional and unacceptable.
Managing conflict, solving problems
Sample statement of vendor professionalism
The market requires that all vendors comply with standards of
professionalism that promote open communication, mutual respect, and
the best interests of the market.
Disruptive actions or remarks that undermine the shared success of any
or all of our community of vendors are unprofessional and unacceptable.
Failure to comply with these standards could result in suspension or
removal from the market.
Managing conflict, solving problems
Managing conflict, solving problems
Elements of a formal grievance process
Managing conflict, solving problems
Elements of a formal grievance process

Procedure for submission in writing (or email) to manager, oversight
committee, or board
Managing conflict, solving problems
Elements of a formal grievance process

Procedure for submission in writing (or email) to manager, oversight
committee, or board

Official acknowledgement of receipt within limited timeframe
Managing conflict, solving problems
Elements of a formal grievance process

Procedure for submission in writing (or email) to manager, oversight
committee, or board

Official acknowledgement of receipt within limited timeframe

Responsible governing group reviews grievance, determines next steps, and
resolves issues raised
Managing conflict, solving problems
Elements of a formal grievance process

Procedure for submission in writing (or email) to manager, oversight
committee, or board

Official acknowledgement of receipt within limited timeframe

Responsible governing group reviews grievance, determines next steps,
resolves issues raised

Decisions and actions to be taken communicated to vendor(s) and
documented - no appeals, decisions are final
Product mix management
Product mix management
Vendor preferences vs. the market’s best interests?
Product mix management
Vendor preferences vs. the market’s best interests?
True or False?
Product mix management
Vendor preferences vs. the market’s best interests?
True or False?
1)
The success of the market is linked to the success of individual vendors.
Product mix management
Vendor preferences vs. the market’s best interests?
True or False?
1)
The success of the market is linked to the success of individual vendors.
2)
The success of individual vendors is linked to the success of the overall market.
Product mix management
Vendor preferences vs. the market’s best interests?
True or False?
1)
The success of the market is linked to the success of individual vendors.
2)
The success of individual vendors is linked to the success of the overall market.
3)
The best interests of the market take priority over the needs of individual vendors.
Product mix management
Vendor preferences vs. the market’s best interests?
True or False?
1)
The success of the market is linked to the success of individual vendors.
2)
The success of individual vendors is linked to the success of the overall market.
3)
The best interests of the market take priority over the needs of individual vendors.
4)
The goal of product mix management is to increase total market sales.
Product mix management
Vendor preferences vs. the market’s best interests?
True or False?
1)
The success of the market is linked to the success of individual vendors.
2)
The success of individual vendors is linked to the success of the overall market.
3)
The best interests of the market take priority over the needs of individual vendors.
4)
The goal of product mix management is to increase total market sales.
5)
The goal of product mix management is to increase average vendor sales.
Product mix management
Vendor preferences vs. the market’s best interests?
True or False?
1)
The success of the market is linked to the success of individual vendors.
2)
The success of individual vendors is linked to the success of the overall market.
3)
The best interests of the market take priority over the needs of individual vendors.
4)
The goal of product mix management is to increase total market sales.
5)
The goal of product mix management is to increase average vendor sales.
6)
The possible loss of anchor vendors outweighs the need to improve product mix.
Product mix management
Vendor preferences vs. the market’s best interests?
True or False?
1)
The success of the market is linked to the success of individual vendors.
2)
The success of individual vendors is linked to the success of the overall market.
3)
The best interests of the market take priority over the needs of individual vendors.
4)
The goal of product mix management is to increase total market sales.
5)
The goal of product mix management is to increase average vendor sales.
6)
The possible loss of anchor vendors outweighs the need to improve product mix.
7)
It is in each individual vendor’s best interest to minimize competition from others.
Product mix management
Vendor preferences vs. the market’s best interests?
True or False?
1)
The success of the market is linked to the success of individual vendors.
2)
The success of individual vendors is linked to the success of the overall market.
3)
The best interests of the market take priority over the needs of individual vendors.
4)
The goal of product mix management is to increase total market sales.
5)
The goal of product mix management is to increase average vendor sales.
6)
The possible loss of anchor vendors outweighs the need to improve product mix.
7)
It is in each individual vendor’s best interest to minimize competition from others.
8)
Competition that provides variety & selection is in the best interest of the market.
Product mix management
Vendor preferences vs. the market’s best interests?
True or False?
1)
The success of the market is linked to the success of individual vendors.
2)
The success of individual vendors is linked to the success of the overall market.
3)
The best interests of the market take priority over the needs of individual vendors.
4)
The goal of product mix management is to increase total market sales.
5)
The goal of product mix management is to increase average vendor sales.
6)
The possible loss of anchor vendors outweighs the need to improve product mix.
7)
It is in each individual vendor’s best interest to minimize competition from others.
8)
Competition that provides variety & selection is in the best interest of the market.
9)
There are no ideal product mix targets for a market - the process is a balancing
act that will often involve trial and error moving forward.
Product mix management
Product mix management
Best Practices?
Product mix management
Best Practices?

Whenever possible, delegate vendor selection to the manager or to a
non-vendor review committee.
Product mix management
Best Practices?

Whenever possible, delegate vendor selection to the manager or to a
non-vendor review committee.

Establish selection criteria for the evaluation of products and vendors.
Product mix management
Product mix management
Possible vendor selection criteria?
Product mix management
Possible vendor selection criteria?

Preference given to vendors with local residency or production and to
foods made with locally produced ingredients
Product mix management
Possible vendor selection criteria?


Preference given to vendors with local residency or production and to
foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)
Product mix management
Possible vendor selection criteria?


Preference given to vendors with local residency or production and to
foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)

Diversity of product mix
Product mix management
Possible vendor selection criteria?


Preference given to vendors with local residency or production and to
foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)


Diversity of product mix
Abundant and consistent supply of product
Product mix management
Possible vendor selection criteria?





Preference given to vendors with local residency or production and to
foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)
Diversity of product mix
Abundant and consistent supply of product
Product selection that enhances the appeal of the market by providing
quality, convenience, selection, and variety
Product mix management
Possible vendor selection criteria?






Preference given to vendors with local residency or production and to
foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)
Diversity of product mix
Abundant and consistent supply of product
Product selection that enhances the appeal of the market by providing
quality, convenience, selection, and variety
Past vending performance and compliance with rules
Product mix management
Possible vendor selection criteria?






Preference given to vendors with local residency or production and to
foods made with locally produced ingredients
Category targets (e.g. 60% farm, 30% value-added, 10% art/craft)
Diversity of product mix
Abundant and consistent supply of product
Product selection that enhances the appeal of the market by providing
quality, convenience, selection, and variety
Past vending performance and compliance with rules
What criteria make the most sense for your market?
Strategic Planning
Strategic Planning
Needs Assessment
Strategic Planning
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
Strategic Planning
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Strategic Planning
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:
Strategic Planning
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:

Location and site
Strategic Planning
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:

Location and site

Customer development
Strategic Planning
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:

Location and site

Customer development

Product mix management
Strategic Planning
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:

Location and site

Customer development

Product mix management

Merchandising
Strategic Planning
Needs Assessment
An assessment or review focused on governance, operations, etc. can be the
basis for strategic planning and ongoing market improvements.
See link to sample needs assessment survey.
Areas of focus included:

Location and site

Customer development

Product mix management

Merchandising

Keeping the peace
Strategic Planning
Strategic Planning
Location and site assessment
Strategic Planning
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
Strategic Planning
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
See links for sample tools including:
Strategic Planning
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
See links for sample tools including:

Guide - checklist for location and site assessments
Strategic Planning
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
See links for sample tools including:

Guide - checklist for location and site assessments

Rating sheet - based on assessment criteria
Strategic Planning
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
See links for sample tools including:

Guide - checklist for location and site assessments

Rating sheet - based on assessment criteria

Rating summary - compiles multiple rating sheet results
Strategic Planning
Location and site assessment
Evaluation of existing or proposed locations and site plans can be critical
to a market’s success.
See links for sample tools including:

Guide - checklist for location and site assessments

Rating sheet - based on assessment criteria

Rating summary - compiles multiple rating sheet results

Compared ratings - side-by-side comparisons for target locations / sites
Resources and References
Resources and References

Content checklist - Farmers Market Rules &
Regulations (ASAP)
Resources and References

Content checklist - Farmers Market Rules &
Regulations (ASAP)

Farmers Markets Rules, Regulations and
Opportunities by Neil Hamilton
Resources and References

Content checklist - Farmers Market Rules &
Regulations (ASAP)

Farmers Markets Rules, Regulations and
Opportunities by Neil Hamilton

Sample Market Needs Assessment Survey
(ASAP)
Resources and References

Content checklist - Farmers Market Rules &
Regulations (ASAP)

Farmers Markets Rules, Regulations and
Opportunities by Neil Hamilton

Sample Market Needs Assessment Survey
(ASAP)

Location & Site Assessment forms (ASAP)